SERVICE OVERVIEWS - Brampton Budget... · 2019. 2. 26. · Services - 2 Public Facing Services Animal ... appropriate resourcing Animal Services attended to 16,665 services calls

SERVICE OVERVIEWS

Services - 2

Public Facing Services

Animal Services Services - 4

Building Services - 5

City Clerk’s Office Services - 6

Court Administration Services - 7

Cultural Services Services - 8

Economic Development Services - 9

Enforcement and By-Law Services Services - 10

Fire and Emergency Services Services - 11

Library Services - 12

Mayor and Council Services - 13

Parks Maintenance and Forestry Services - 14

Recreation Services - 15

Road Maintenance, Operations and Fleet Services - 16

Service Brampton Services - 17

Transit Services - 18

TABLE OF CONTENTS

Services - 3

Operations and Corporate Support Services

Building Design and Construction Services - 19

Capital Works Services - 20

Development Services Services - 21

Digital Innovation and Information Technology Services - 22

Environment and Development Engineering Services - 23

Facilities Operations and Maintenance Services - 24

Finance Services - 25

Human Resources Services - 26

Legal Services - 27

Office of the CAO and Strategic Development Services - 28

Policy Planning Services - 29

Purchasing Services - 30

Realty Services Services - 31

Strategic Communications Services - 32

Transportation Planning Services - 33

Transportation Special Projects Services - 34

Urban Design Services - 35

Public Accountability

Office of Internal Audit Services - 36

Performance Metrics

Public Facing Services Services - 37

Operations and Corporate Support Services Services - 38

TABLE OF CONTENTS

Services - 4

Provide residents and staff with the tools and

resources necessary to ensure responsible pet

ownership and cohabitation with wildlife, through

community outreach and enforcement.

Ensure the safety of all people and animals in

our community

Provide the community with resources for

animal related education, enforcement and

sheltering

Ensure that growing and changing demands of

the community are met through adequate and

appropriate resourcing

Animal Services attended to

16,665 services calls and

handled 6,120 animals in

2018.

Animal Services engaged

1,910 students through

education and outreach at

24 school visits in 2018.

575 animals were returned

to their owners and 606

were adopted in 2018.

Did you know?

Embark on a licensing and responsible pet

ownership campaign / liaise with community

partners to provide messaging around responsible

pet ownership and licensing requirements

Continue to expand the Bluepaw Licensing

rewards program

Participate in community events to

provide outreach and education with

respect to responsible pet ownership,

living in harmony with wildlife and to

encourage higher compliance with pet

licensing

ANIMAL SERVICES

($000s) 2019 2020 2021

Labour 2,546 2,546 2,546

Other Expenses 494 499 514

Revenue (340) (340) (340)

Total Operating 2,700 2,705 2,720

New Positions 0 0 0

Capital 20 - -

Service Objectives

Highlights

Services - 5

In the interest of community safety and

livability, the Building Division administers and

enforces the Ontario Building Code to regulate

the construction of buildings, including

accessory apartments.

In partnership with Development Services and

Enforcement and By-Law Services, the Building

Division administers the Zoning and Sign By-

Laws to ensure that the built form of the City

meets the desired criteria established through

the planning process.

As a public service, the Building Division

provides routine disclosure of property records

including permit drawings, records of

enforcement and permit activity related real

estate transactions and administration of

municipal addressing.

Building issued 5,632 building

permits in 2018 worth a

combined value of

approximately $865 million.

Completed 132,679 building

inspections in 2018.

Processed 1,794 applications

and certified/registered 588 for

Second Units in 2018.

Did you know?

Implement mobile technology for use by field staff to increase the efficiency of service

delivery and provide timely responses to service requests.

Continue to implement records digitization project to return physical space to the

organization and provide more efficient access to property records through an e-

commerce model.

Review Key Performance Indicators and implement dashboard reporting mechanism

for effective reporting to the Leadership Team and Council.

Continue partnerships with Economic

Development and Development

Services to facilitate successful

attraction of employment growth

projects.

Expansion of the delivery of on-line

access to services within Planning and

Development Services as a whole.

BUILDING

($000s) 2019 2020 2021

Labour 11,152 11,621 11,621


Revenue (14,897) (15,492) (15,492)

Total Operating (2,992) (3,111) (3,111)

New Positions 1 4 0

Capital 75 12 12

Service Objectives

Highlights

Services - 6

Facilitate accountability, transparency and

inclusivity in government decisions and

operations

Support quality corporate service delivery

through an effective corporate information

management program

Raise public awareness and access to services,

including:

Issue licences and permits (stationary business

licences, lottery licences, marriage licences,

burial permits)

Officiate civil marriage ceremonies and enable

accessibility initiatives

Provide protocol support to advance the policy

goals of the City, Mayor and Council by creating

an environment for successful diplomacy and

engagement by providing professional direction

on protocol related matters

Legislative Services supported

309 Council decisions/resolutions

in 2018.

Supported 24 Committees and

138 Council meetings in 2018.

Issued 2,936 marriage licences

and 2,423 burial permits in 2018.

Issued 4,068 business licences

and 155 lottery licences in 2018.

Received 165 Freedom of

Information (FOI) access requests

in 2018.

Did you know?

Administer post-election legislative requirements

Implement privacy impact statement

Develop City protocol program

Establish and administer new Council and Committee structure

Implement new agenda and meeting

management system

Start transition to online stationary

business licences

Implementation of a formal Protocol

Office to provide guidance related to

enhanced community engagement and

recognition of Brampton’s culture and

diversity.

CITY CLERK

($000s) 2019 2020 2021

Labour 3,465 3,465 3,465


Revenue (2,045) (2,090) (2,090)


New Positions 1 0 0

Capital - - -

Service Objectives

Highlights

Services - 7

Court Administration provides front line services to

the public, and facilitates the judicial process by

supporting the judiciary, legal profession and

enforcement agencies for all proceedings

commenced under Part I and III of the Provincial

Offences Act, and administers the Administrative

Monetary Penalty System for parking infractions.

Provide excellent customer service to internal

and external customers

Provide efficient and effective administration of

municipal court operations in accordance with

prevailing legislation and policy

Pursue efficiencies through our new service

delivery model and reduce the demand for court

resources

Filed 72,362 Part I and III

charges in 2018.

Provided in-court support to

Judiciary for 76,378 Part I and

III charges in 2018.

Administered 113248 Penalty

Notices in 2018.

Did you know?

Work with the Ministry of the Attorney General on

streamlining reforms to simplify court processes

Pursue expansion of the Administrative Monetary

Penalty System

Implement a new structure and service delivery

model that will assist in “doing more, with the

same”, as it is expected that workload

volumes will increase from 2019-2021

Respond to greater workload drivers

resulting from the expectation that the

Province will download more Part III

matters to POA Courts

COURT ADMINISTRATION

($000s) 2019 2020 2021

Labour 2,222 2,222 2,222

Other Expenses 1,304 1,304 1,304

Revenue (14,300) (14,300) (14,300)

Total Operating (10,775) (10,775) (10,775)

New Positions 0 0 0

Capital - - -

Service Objectives

Highlights

Services - 8

Cultural Services leverages arts, culture and creative expression to build a vibrant and cohesive

community, advance economic development, and support Brampton’s urban and neighborhood

transformation. Encompassing three (3) divisions; Performing Arts, Tourism & Events and Cultural

Planning and Policy, the Cultural Services team is dedicated to the implementation of Brampton’s

first Culture Master Plan to:

Build capacity with creators and cultural

groups

Increase Brampton’s inventory of physical

and digital space for creative presentation,

production, participation, collaboration and

innovation

Connect the creative economy with wider

business community in Brampton to support

capacity building and talent retention

Facilitate meaningful exchange between

diverse creators, groups and audiences

Cultivate strong lines of communication

within creative community

Market Brampton’s cultural products, and

develop a reputation as a youthful, cutting-

edge cultural hot spot on the world stage

Hosted 55 festivals & events in 2018, with

approximately 244,000 people attending.

Supported 34 Brampton-based, non-profit

organizations with $850,000 in

community grant funding, plus 45 more

projects receiving $44,167 in funding

through the community Initiatives funding

stream in 2018.

106 shows were presented as part of the

2018 Rose Theatre Presents season.

250 organizations were welcomed to the

3 civic theatres as part of our 2018

rentals program.

Did you know?

Implement Brampton’s first Culture Master Plan

Develop strategy to measure and monitor per capital spend on arts and culture in Brampton

Develop policy to ensure equitable usage allocation of City’s performing arts venues

Identify City owned spaces to adaptively re-use for cultural purposes

Conduct strategic review of Community

Grant Program to identify opportunities

for enhancement

Set strategic long term direction for a

municipal public art program

Partner with local artists and community

organizations to produce culturally rich

programs and events

Launch development of a tourism strategy

CULTURAL SERVICES

($000s) 2019 2020 2021

Labour 7,068 7,068 7,068


Revenue (2,948) (2,948) (2,948)


New Positions 2 0 0

Capital 395 350 300

Service Objectives

Highlights

Services - 9

Transform Brampton into a global leader in innovation, talent, jobs and investment.

Drive economic growth across all sectors through

business retention, expansion, attraction, and

entrepreneurial initiatives.

Expand/leverage strategic partnerships and

international alliances to transform Brampton into a

nationally recognized destination for education,

innovation, jobs and investment.

Work with investors and the development industry on

key projects, supporting activities and streamlining

client services through the development process.

Attract sponsorship from external stakeholders to

drive investment and revenue for the City.

Increase Brampton’s profile and image as a positive

business investment location and vibrant community.

Build Brampton’s innovation ecosystem by partnering

with the private and public sectors and post-

secondary institutions to stimulate growth in

Brampton’s tech community.

200 new businesses were

supported and 300 jobs

created through the

Brampton Entrepreneur

Centre in 2018.

Handled and resolved

inquiries from 6,000 small

businesses (by phone, walk-

in, email and social media)

in 2018.

Did you know?

Implement Brampton’s first Economic Development Master Plan.

Open business incubation and co-working space, where entrepreneurs meet, collaborate

and scale their businesses.

Develop and implement a new Marketing and Foreign Direct Investment (FDI) Program

to attract businesses and organizations from outside of Canada.

Establish City’s first ever sponsorship strategy to foster partnerships with external

stakeholders and promote Brampton.

Engage with post-secondary institutions

to establish Brampton as an innovation

and education hub.

Continue to empower youth and

entrepreneurs through programming,

mentoring and access to provincial

grants.

ECONOMIC DEVELOPMENT

($000s) 2019 2020 2021

Labour 2,763 2,763 2,763


Revenue (635) (635) (635)


New Positions 0 0 0

Capital 1,000 1,000 1,000

Service Objectives

Highlights

Services - 10

Enforcement and By-law Services

investigates and enforces by-laws enacted

by City Council to uphold community

standards and public safety through

education and consistent and impartial

enforcement. These initiatives contribute

to public safety and a high quality of life in

Brampton.

Assist in ensuring the safety and security

of Brampton residents

Ensure compliance with City by-laws

Increase awareness of by-laws and

compliance expectations

Responded to 49,693 requests for service

in 2018, which is a 29% increase in the

areas of Parking, Property Standards,

Municipal Enforcement & Licensing.

1,553 basement apartments inspected in

2018.

Issued 2,227 mobile licenses in 2018.

Removed 36,849 illegal signs from city

streets in 2018.

From 2017 to 2018 there was a 36%

increase in parking enforcement

complaints and a 20% increase in fines,

levying $4,846,667.

Did you know?

Rebrand patrol vehicles to modernize the look in line with a future-ready Brampton.

In June 2018 Council approved the licensing of Personal Transportation Companies. It

was estimated that there would be 2 million rides per year; in fact the uptake on PTC

by the community has changed the estimate to over 4 million rides in 2019.

Five new officers were hired to conduct proactive PTC inspections and investigations to

ensure compliance.

Increase staffing to respond to a higher demand for services, specifically parking, sign

by-laws and illegal secondary units.

Enhance mobile technology to improve

response to parking violations, licensing

inspections including personal

transportation companies and property

standards.

ENFORCEMENT & BY-LAW SERVICES

($000s) 2019 2020 2021

Labour 10,341 10,341 10,341


Revenue (2,121) (2,121) (2,121)


New Positions 2 0 0

Capital - - -

Service Objectives

Highlights

Services - 11

Provide emergency response services,

fire prevention, fire and life safety

education, communications services,

apparatus and maintenance services,

and emergency management programs

to minimize the number of injuries,

fatalities, property damage, and

environmental damage in emergency

situations.

Provide a comprehensive approach to

community safety by enhancing

communication and collaboration with

residents, service providers, and internal

and external partners with the goal of

enhancing access to resources and

raising awareness.

Brampton Fire responded to 24,745

incidents in 2018

Achieved an average first response time

of 316 seconds for emergency incidents

while also responding within 384

seconds or less 78% of the time in 2018

Trained 22,447 citizens in fire and life

safety in 2018

Performed 1,744 inspections related to

requests and complaints received in

2018

1,830 residents participated in the 2018

Emergency Preparedness Campaign

No fire related fatalities in 2018

Did you know?

Add additional firefighting personnel to maintain an effective response force driven by

the increasing response demands from the City’s growing population

Replace front line apparatus and equipment to ensure a reliable response force in

line with asset management plan

Enhance Emergency Management program to promote resilience through capacity

building projects and coordination of community safety initiatives

Accommodate growth through land acquisition, design and construction for future fire

stations throughout the city

Continue to invest in technology to

enable more effective and efficient

operations

Implement industry training and

certification best practices across all

divisions

FIRE & EMERGENCY SERVICES

($000s) 2019 2020 2021

Labour 74,259 76,878 81,394


Revenue (917) (917) (917)

Total Operating 77,713 80,481 85,379

New Positions 32 0 24

Capital 7,895 2,021 4,686

Service Objectives

Highlights

Services - 12

Brampton Library is a world-class destination that creates opportunities for everyone to discover their

full potential by fostering literacy, inspiring learning and building community.

Brampton Library will:

Provide fiscally responsible and

socially inclusive collections,

programming, services and

technology

Create opportunities for community

innovation, creativity and discovery

Build community collaboration

through settlement success and

lifelong learning

Actively support school readiness

and academic success

Facilitate career readiness and

career success

Residents borrowed 4,279,075 free print

and digital items in 2018.

There were 2,156,488 in-person visits to

our library branches in 2018.

On-site computers were used 340,232

times and residents accessed e-Learning

resources 220,088, times in 2018.

150,533 residents participated in 6,435 free

programs and workshops in 2018.

260,835 public information questions were

answered by expert staff in 2018.

Branches were open 23,800 hours and

bramptonlibrary.ca open 24/7 in 2018

Did you know?

Open the new SouthWest Library branch officially to the public in 2019

Continue work on the planning of the City Library, supporting Brampton’s 2040 vision

Implement a virtual patron registration system (or virtual library card) that will provide

residents with access to library resources through their smart device

Launch new products, programs and services to support growing need for 21st

century digital literacy skills

Deliver resources and programming

through Brampton Library On The Go

van, improving library access for

underserved neighbourhoods

Continue expansion of products and

services offered in MakerSpace

innovation zones

LIBRARY

($000s) 2019 2020 2021

Labour - - -

Other Expenses 17,550 18,685 19,490

Revenue - - -

Total Operating 17,550 18,685 19,490

New Positions 0 6 0

Capital 1,150 1,478 1,250

Service Objectives

Highlights

Services - 13

Represent the public and consider the well-being and interests of the municipality

Develop, evaluate and make sure the policies and programs of the municipality are up to date

Determine which services the municipality provides

Ensure that administrative policies, practices and procedures and controllership policies are in

place to implement the decisions of Council

Ensure the accountability and transparency of the operations of the municipality, including the

activities of senior management

Maintain and provide oversight regarding the financial integrity of the municipality

Implement a new staffing support model for Members to provide enhanced customer

service to residents and develop efficiencies in performing their elected official

responsibilities.

Implement a constituency management

software for elected officials to

streamline resident inquiries, and

provide more efficient tracking of

resident issues.

Work cross departmentally to provide

enhanced community engagement and

recognition of Brampton’s cultural

mosaic and diversity.

MAYOR & COUNCIL

($000s) 2019 2020 2021

Labour 4,015 4,015 4,015


Revenue - - -


New Positions 0 0 0

Capital 13 13 13

Service Objectives

Highlights

Services - 14

Manage parks and open spaces to promote

safe and active lifestyles while augmenting

the social and environmental advantages of

abundant open spaces for Brampton

residents.

Support the attraction of world class

recreation events through

development and maintenance of

attractive parks, open spaces and

quality outdoor sports facilities

Ensure the public has safe access to

recreation centres and park

recreational trails

Respond to the resource needs

(funding, staffing, facilities,

equipment) required to facilitate and

manage growth

Foster an environment of support for

all staff, encouraging innovative

thinking and exploring new methods

and techniques for serving the public.

In 2018, planted total of 180,741

individual flowers (annuals)

Responded to 567 service requests to

date in 2017 (139 horticulture, 428

integrated pest management)

Maintains the equivalent of 40 square

kilometres of open space and valley land

- about 10 times the size of New York’s

Central Park

Maintains the equivalent of 406 CFL

regulation size football fields - this

includes all sports facilities (soccer,

baseball, cricket)

Performs winter maintenance on more

than 813,000 square metres of municipal

parking lots - this is the equivalent of the

area used for 28 Rogers Centre domes

Maintains 26 cemeteries

Did you know?

Capitalize on business systems to increase response times

and track key performance indicators

Manage growth and increasing

resources to maintain service levels

Continue with the comprehensive

response to the effects caused by the

2013 ice storm and Emerald Ash Borer,

for the damage and/or loss to over

50,000 trees citywide.

PARKS MAINTENANCE & FORESTRY

Service Objectives

Highlights

($000s) 2019 2020 2021

Labour 17,413 17,413 17,413

Other Expenses 10,548 10,918 11,295

Revenue (451) (451) (451)

Total Operating 27,509 27,879 28,256

New Positions 4 0 0

Capital 14,673 13,808 11,823

Services - 15

Deliver recreation activities which positively

contribute to healthier, complete and

connected communities through active and

well balanced lifestyles.

Provide all Brampton citizens with a

variety of opportunities to engage in

activities and improve their quality of life

Explore partnership opportunities for

innovative service delivery models

Support diversity and enable wellness

through health and recreation

Increase participation and ensure that

Brampton residents have equitable

access to quality recreation programs

Recreation operates 13 pools, 16

cricket pitches, 18 ice pads, 4

outdoor skating rinks, 7 fitness

centres, 12 gymnasiums, 1

gymnastics centre, 1 seniors’

centre, 1 golf course, 1 ski hill and

1 lawn bowling facility across the

city

Handles 5,534,846 visits annually

to 7 major recreation centres

27,981 active memberships (2018)

Did you know?

Open the new air supported structure at the Brampton Soccer Centre, increasing indoor sports

and training capacity

Recreation Revitalized— advance the design process for Balmoral, Loafer’s Lake, Chris Gibson

and South Fletcher’s Community Centres

Diversify program offerings in a number of areas, implementing innovative programs to meet

evolving community demands, and developing third party partnerships, where necessary, to

enhance service offerings

Expand STEM, and Free Play in the Parks recreation program launched in 2018

Prepare for the implementation of the new cloud-based recreation registration software

PerfectMind

Increase Recreation’s online presence through the newly launched divisional website, and

preparation for launch of Recreation

specific social media channels

Review sports affiliation policy

Implement a strategy to increase

accessibility to cricket amenities across

the City to meet growing demand and

maintain quality service levels

RECREATION

($000s) 2019 2020 2021

Labour 44,406 44,616 44,741

Other Expenses 17,886 18,062 18,239

Revenue (32,468) (32,553) (32,553)

Total Operating 29,824 30,126 30,427


Capital 1,305 1,090 3,608

Service Objectives

Highlights

Services - 16

Maintain the City’s transportation, stormwater

and fleet infrastructure to accommodate the

safe and efficient movement of all modes of

traffic.

Deliver programmed and scheduled

work for sidewalk and road

maintenance

Provide first point of contact for fleet,

road and sidewalk repairs,

coordination of winter maintenance

operations, leaf collection and spring/

summer road sweeping

Manage municipal parking operations,

signing operations, traffic signals,

street lighting, traffic operations, and

school crossing guards

Summer/winter maintenance and

servicing of 3,219 (assumed) and 748

(unassumed) for a total of 3,967 lane

kilometres of road and 961 kilometres

of sidewalks and pathways in 2018.

Processed 5,668 road occupancy and

access permit applications in 2018.

Maintains 698 fleet units including

vehicles, equipment, and trailers in

2018.

Performed 1,618 preventative

maintenance fleet inspections and

completed 8,297 equipment work

orders in 2018.

Did you know?

Continue to support the Asset Management Plan in development and implementation of an

asset and work order management and automated vehicle locating / global positioning

system.

Convert traditional streetlight bulbs from high pressure sodium to light emitting diode on

arterial roads, road reconstruction, streetlight refurbishment projects and parks pathways.

Continue initiatives in road safety through working towards the implementation of new

technologies including automated speed enforcement.

Develop consolidated Green Fleet Strategy with the goal to choose vehicles, equipment,

fuels and practices that consume less fuel and emit less GHG and air pollution, meet the

Corporate Fleets’ operational

requirements, are sustainable, and are

economically viable.

Launch website allowing citizens to

browse a web page providing

information on the current winter service

operations.

ROAD MAINTENANCE, OPERATIONS & FLEET

($000s) 2019 2020 2021

Labour 24,519 24,602 24,685

Other Expenses 40,236 41,358 42,437

Revenue (4,463) (4,571) (4,571)

Total Operating 60,291 61,390 62,552

New Positions 3 0 0

Capital 9,702 8,692 11,650

Service Objectives

Highlights

Services - 17

To act as first point of customer contact for the

City’s multi-channel, multi-location 24x7 Contact

Centre and 311 Service, Cashiers and Service

Brampton Centre(s)

This includes answering and managing public

inquiries for non-emergency information and/or

services in-person or via the telephone, email, mail,

online and other social media communication

channels as well as payment processing,

reconciliation and cash handling

Continue to increase availability and simplify

access of City services by providing convenient,

easy-to-use customer service options that leverage

technology

Foster a customer-oriented service culture that

provides an integrated service experience for

Brampton’s residents, businesses, communities

and members of the public

Responded to a total of

515,595 customer

inquiries in 2018

4,870 in person

463,635 by phone

44,123 by email

2,967 online

Did you know?

Incrementally implement service integration

enhancements/expansions, self-service and

online services to meet emerging service

demands of residents

Implement additional Service Brampton

Centre sites across the city, e.g. Civic

Centre, select recreation centres

Expand quality assurance programs

across all channels (phone, email, in-

person)

SERVICE BRAMPTON

($000s) 2019 2020 2021

Labour 4,984 4,984 4,984


Revenue (58) (58) (58)


New Positions 0 0 0

Capital - - -

Service Objectives

Highlights

Services - 18

Provide safe, reliable and efficient transit

service for the City of Brampton while

ensuring quality customer service.

Operate transit services to ensure on time

delivery and minimize service disruptions

Maintain and service fleet, facilities,

terminals, shelters and bus stops

Provide excellent customer service

Promote service changes, improve access

to transit information to enhance customer

experience and educate new riders on our

services

Brampton Transit operates 72 routes

including Züm Bus Rapid Transit, GO

Shuttle, express routes and school

routes

Brampton Transit services 2,680 bus

stops and has a fleet of 438 buses

Over 31 million rides taken on Brampton

Transit

Brampton Transit continues to be one of

the fastest growing transit systems in

Canada.

Ridership growth 2017: 18%

Ridership growth 2018: 14%

Based on 2018 Data

Did you know?

Strategically increase service to accommodate growth (e.g. improve

service levels on Züm routes, extend service into new growth areas)

Improve connections to post-secondary institutions (e.g. Sheridan &

Humber College, York University)

Add 12 conventional and Züm buses

Add 65 transit operators and 12 mechanics

Plan for and start to design a third transit

garage facility

Expand use of social media and digital

marketing to communicate with riders

TRANSIT

($000s) 2019 2020 2021

Labour 127,569 136,077 145,037

Other Expenses 40,069 44,223 47,526

Revenue (101,353) (110,853) (122,970)

Total Operating 66,285 69,447 69,593


Capital 47,299 72,184 63,558

Service Objectives

Highlights

Services - 19

Provide leadership, credible, professional and value-added technical expertise with planning, design,

and construction services for all City owned facilities.

The Centres of Technical Expertise include:

Accommodations, Space Standards

Architecture and Design

Demolition

Engineering Reviews and Analysis

Facility Environmental Remediation

Facility Construction: State of Good Repair

(SOGR); Additions and New

Facility Planning and Development

Interior Design and Way Finding

Legislative Compliance

Project Management

34 new facilities built in the past 11

years

17 of the new facilities were

constructed to Leadership in Energy

and Environmental Design (LEED®)

certification or pending certification

850 active projects and work orders

on average annually

400 facility SOGR capital project

validations completed annually

41 new facility concepts are in

development for approval and

construction over the next 15 years

Did you know?

Engage in the design and construction of the Centre for Innovation and

Connected Learning with Ryerson University

Commence construction of the new fire headquarters, training,

emergency operations centre facility, and fire station 203 at Williams

Parkway campus

Automate multi-year SOGR capital plans

and project management for all facilities

citywide

Complete major renovation and

expansion to Loafers Lake, Chris Gibson

and Balmoral Recreation Centres

BUILDING DESIGN & CONSTRUCTION

($000s) 2019 2020 2021

Labour 2,386 2,386 2,386


Revenue - - -


New Positions 3 0 0

Capital 158,843 193,327 102,167

Service Objectives

Highlights

Services - 20

Deliver road infrastructure projects as part of

the City’s approved roads capital program.

Deliver capital road infrastructure including

road widenings, road resurfacing, bridges,

transit infrastructure, intersection

improvements, sidewalks and other road

improvements to accommodate growth

within the City and connect to surrounding

municipalities

Maintain asset management inventory for

the City’s road systems, bridges, noise

walls, sidewalks and gateway features

Monitored condition of over 1,788

km of sidewalks and 110 km of

multiuse pathways in 2018.

Monitored condition of 3,219 lane

kilometers of roads and 337 bridges

and culverts in 2018.

Resurfaced 67 lane kilometers of

roadways in 2018.

Monitored and maintained 4.5

kilometres of noise walls in 2018.

Did you know?

Continue to work with the asset management team to establish levels of

service and have a robust plan to maintain our City road infrastructure

Begin McLaughlin Road widening in 2019 between Wanless Drive and

Mayfield Road.

Begin construction of the Cottrelle Boulevard connection between

Humberwest Parkway and Goreway Drive.

Continue to work with the Region and other City departments in order to

complete due diligence investigations in the downtown core and assist with

the development of a strategic framework for implementation of projects in

the downtown.

Rehabilitate bridge on Countryside Drive

over the West Humber and repair

various park pedestrian bridges.

CAPITAL WORKS

($000s) 2019 2020 2021

Labour 2,095 2,095 2,095


Revenue (60) (60) (60)


New Positions 2 0 0

Capital 94,293 105,618 121,000

Service Objectives

Highlights

Services - 21

Well planned communities, in keeping with

good planning practices and the public

interest.

Process planning applications, make and

defend recommendations

Develop and maintain efficient, effective

and transparent planning processes

Provide valuable professional planning

advice to City Council

Ensure adherence to City and provincial

policies through the development plan

application process

Engage the community in the processing

of development applications

Ensure the development of complete,

connected and sustainable communities

Annually, Development Services

receives approximately 40 major

development applications (Subd, OPA,

ZBA), 100 pre-consult applications, 90

site plan applications, 33 consent to

sever applications, 220 minor variance

applications, and 60 Part Lot Control

applications.

Actively processes approximately 200

major development applications, and

320 site plan applications; which equate

to 13 active major development

applications per staff member, and 25

active site plan applications per staff

member.

Did you know?

Work with BMA Management Consulting to develop renewed service

delivery model to meet recent legislative changes to Planning Act (Bill

139), customer service objectives, and departmental priorities and

objectives. This focuses on how to support expedient service delivery to

facilitate the receipt and processing of applications.

Commence review of development application fees to determine their

appropriateness relative to industry

standards, based upon a revised service

delivery model, and their ability to recoup

the City’s development application

processing costs.

DEVELOPMENT SERVICES

($000s) 2019 2020 2021

Labour 2,942 3,048 3,173


Revenue (3,515) (3,515) (3,515)

Total Operating (306) (199) (73)

New Positions 3 1 1

Capital 300 150 300

Service Objectives

Highlights

Services - 22

Improve corporate efficiencies and

citizen services through improved on-

line self-service solutions, automation,

integration and mobile computing

Work in partnership with internal

stakeholders, industry peers and

external vendors to identify and

introduce digital innovation to support

business processes

Deliver value for money solutions

through the implementation of

technology and services capitalizing on

both internal and vendor capabilities

Provide a managed and secure

environment for staff and the public to

access City of Brampton data,

information and services

Maintain technology platforms to ensure

reliability, availability and capacity to

meet the growing needs of Brampton

The City is investing in Smart City

technologies to make better informed

decisions

The public accesses more than 1.1 million

City web pages every month

Digital Innovation and Information

Technology provides 370 online geographic

information system (GIS) data products to

the public

In 2017, the City won the Municipal

Information Systems Association “Municipal

Excellence” and the Open Data Summit

“Rising Star” Awards

The City was chosen for 2018 “Special

Achievement in GIS” Award from over

300,000 eligible candidates for public

engagement and transformative innovation

through use of open data

Did you know?

Develop a Digital and IT Strategy in alignment with the Future Ready vision of the City

Modernize business processes through the innovative introduction of technology

Leverage technologies such as Internet of Things, Machine Learning, Artificial

Intelligence and Business Intelligence to

augment operating departments’ service

delivery

Improve collaboration and agility by

implementing digital workspaces and

mobile technology solutions to enable an

engaged and effective workforce

DIGITAL INNOVATION & INFORMATION TECHNOLOGY

($000s) 2019 2020 2021

Labour 17,816 18,159 18,372

Other Expenses 14,186 16,973 17,709

Revenue - - -

Total Operating 32,003 35,132 36,081

New Positions 5 5 2

Capital 18,365 12,207 10,883

Service Objectives

Highlights

Services - 23

Facilitate the planning, development and

delivery of new infrastructure through the

subdivision design process, including roads,

bridges, parks, trails and natural heritage

systems

Develop, manage, and protect the City’s

natural and physical features through

environmental planning strategies and

initiatives

Manage the City’s stormwater assets,

including flood mitigation, infrastructure

protection and renewal

Provide engineering services for

revitalization of Downtown Brampton,

including Riverwalk

E&DE approves, on average, 60 km

of roads annually for construction

Administers approximately $100

million of securities annually,

through the subdivision process

Administers approximately 25

subdivisions city-wide each year

Administered approximately 140 site

plans to date in 2018

Managed the development of 17

new park and trail projects in 2018

Did you know?

Riverwalk: Rebuild the Etobicoke Creek diversion channel to allow for removal of the SPA

policy designation, expand the City's green infrastructure, create new public spaces, and

act as a catalyst for urban growth, public transit and economic development

Develop and deliver the Stormwater Asset Management Plan to facilitate informed decision

-making to optimize the balance between funding, service levels and maintenance priorities

Improve customer service and complaint resolution to new homeowners on lot grading and

drainage issues, through dedicated technical group

The City of Brampton is committed to

becoming more healthy, resilient, and

environmentally sustainable. Guiding its

efforts is the Brampton Grow Green

Environmental Master Plan, which

focuses on People, Air, Water, Land,

Energy and Waste.

ENVIRONMENT & DEVELOPMENT ENGINEERING

($000s) 2019 2020 2021

Labour 6,233 6,233 6,233


Revenue (622) (572) (530)


New Positions 2 0 0

Capital 8,410 11,250 5,350

Service Objectives

Highlights

Services - 24

Proactively maintain City owned buildings

to provide a contemporary environment,

enhancing the experience of residents and

staff in a safe and secure, accessible,

invitingly clean, comfortable, functionally

enriched and well-maintained manner

Develop and implement facility life cycle

renewal and asset management strategies

from a long-term perspective to ensure

system reliability and maximum financial

return for citywide building assets

Embrace industry best practices and state

of art technology to continually improve the

quality of our services and provide the

most cost effective delivery; support and

promote sustainability

Provided maintenance and facility

operations services to a total of 2M

square feet across 60 city buildings in

2018.

Completed 22,668 preventative

maintenance orders and 10,914

demand maintenance orders in 2018.

Manages 53 electric vehicle-charging

stations at various city facilities.

Attended to 14,685 security service

calls in 2018.

Delivered 750,000 pieces of external

and internal mail in 2018.

Did you know?

Continue to develop strong

collaborative partnerships with our

internal/ external stakeholders

focused on creating value for money

Redefine standard operating

procedures and service level

agreements to reflect organizational

changes and to provide clarity,

transparency and accountability

Realign and consolidate service units

FACILITIES OPERATIONS & MAINTENANCE

($000s) 2019 2020 2021

Labour 8,326 8,326 8,326

Other Expenses 13,619 14,177 14,404

Revenue (2,508) (2,508) (2,508)

Total Operating 19,437 19,995 20,222

New Positions 1 0 0

Capital 2,125 1,330 1,505

Service Objectives

Highlights

Services - 25

Provide financial leadership, advice

and support to City Council and City

departments in a manner that

ensures that the financial stability

and sustainability, integrity and

reputation of the Corporation is

maintained

Fulfill the legal and statutory

responsibilities for “handling all the

financial affairs of the municipality

on behalf of and in the manner

directed by the council” (Municipal

Act, Sect. 286)

Strengthen strategic partnerships in

order to modernize and streamline

the delivery of City services to

internal and external stakeholders

Managed 170,392 property tax accounts in

2018 with over $1.5 billion in property tax

revenues annually for the City, Region of

Peel and School Boards.

Brampton is recognized for its strong

financial stewardship and high standards of

financial reporting as recognized by

organizations including Standard and

Poor’s, C.D. Howe and the Government

Finance Officers Association of the United

States and Canada (GFOA).

The City received The Distinguished

Budget Presentation Award for the 2018-

2020 Budget and the Canadian Award for

Excellence in Financial Reporting for the

City’s Annual Financial Report, both from

the GFOA.

Did you know?

Complete 2019 Development Charges Background Study and approval of the DC

Bylaws

Launch development of a Time, Absence Management and Scheduling system

Implement an Accounts Payable Automation system

Complete operational business need

assessments and risk registries and

implement a Enterprise Risk

Management system

Continue to implement Corporate Asset

Management Plan which provides the

framework for evidence based decision

making for capital asset investments

FINANCE

($000s) 2019 2020 2021

Labour 11,379 11,379 11,379


Revenue (2,643) (2,643) (2,643)

Total Operating 13,893 13,899 13,904

New Positions 0 0 0

Capital 130 880 380

Service Objectives

Highlights

Services - 26

Create and foster a high-performance

workplace culture with a focus on people

Facilitate intentional investments in

employee engagement to energize

employees and deliver an exceptional

customer experience

Establish a client centric service delivery

model that supports operating departments

and contributes to the overall success of

our organization

Apply equitable, transparent, and future-

ready Human Resource policies and

procedures

Foster and promote workplaces that value

health, safety, wellness, inclusion and

diversity

Filled 612 positions through talent

acquisition in 2018.

160 courses were completed by

employees with education assistance

funding.

Supported 91 employees with

education assistance funding in 2018.

Supported 3,388 participants in in-

person learning and development

courses in 2018.

Supported the uptake of 5,036 e-

learning courses by employees in

2018.

Did you know?

Introduce employee-generated DNA: a renewed commitment to organizational culture

and values

Continue to focus on People Advantage, our results-based, measurable multi-year

people plan with key deliverables around employees, teams, leaders and workplaces

Launch key corporate workplace priorities, including Psychological Health and Safety

Strategy and Workplace Diversity and Inclusion Strategy

Modernize Human Resources policies, programs, and services to enhance

accountability and transparency, and build trust and confidence internally and

externally

Elevate commitment to enhanced

internal and external customer service

through streamlining and improving

processes, and leveraging technology

HUMAN RESOURCES

($000s) 2019 2020 2021

Labour 6,944 6,944 6,944


Revenue (2,456) (2,456) (2,456)


New Positions 2 0 0

Capital - - -

Service Objectives

Highlights

Services - 27

Manage the principal legal affairs of the

Corporation delivering legal support over a

broad range of areas including municipal,

planning, real estate, litigation, commercial

and development law, and prosecutions.

Advise City Council and departments

regarding legal implications and risk

Represent the City before all levels of

the Courts and Administrative Tribunals,

and governments

Support the Corporation's business in

real estate, commercial transactions,

and land development

Prosecute provincial and municipal

offences

Prosecutors handled 50,843 court

charges in 2018, of which 6767 were

municipal charges, resulting in total

overall fines of $14,101,187 .

Legal advice given included some 1433

legal opinions, report and by-law

reviews.

Processed 11 subdivision agreements,

45 site plan agreements, 7 rezoning

agreements and 12 condominium

agreements in 2018.

Commenced 19 and defended 38 (non-

insurance) court and administrative

proceedings in 2018.

Did you know?

Take on provincial download of Part III offences and

increasing levels of by-law enforcement in Prosecutions

section

Gear up for introduction of adjudications to the

construction lien regime

Provide legal support for major initiatives and game

changer projects

Provide legal support for the City's real

estate strategy

Modernize and streamline the City’s

procurement documents

Continue to advance office through filling

of vacant positions and other

management initiatives

LEGAL

($000s) 2019 2020 2021

Labour 4,382 4,557 4,557


Revenue (183) (183) (183)


New Positions 3 1 0

Capital - - -

Service Objectives

Highlights

Services - 28

Provide inspiring and strategic leadership, supporting opportunities to increase

speed, agility and responsiveness:

Oversee the implementation of the

Term of Council Priorities and high

profile initiatives consistent with the

Brampton 2040 Vision

Represent and promote the City’s

strategic funding needs, interests

and priorities to other levels of

government, external agencies and

institutions

Facilitate open and consistent

application of policies through

informed evidence based decision

making frameworks

Facilitate corporate cohesion and

support across operating

departments

Establish a new strategic planning framework, work plan and dashboard that ensures

effective integration between strategic planning, projects and innovative service delivery to

align with the community’s long-term vision.

Increase capacity for greater partnerships with post-secondary institutions.

Increase capacity for research, trend scanning and data analysis (PEST) for decision

making that is globally aware and locally active

Continue to modernize corporate policy framework, administrative authorities to strengthen

transparency and governance.

Enhance and facilitate diverse and

inclusive community engagement and

collaboration.

Comprehensive advancement of

government relations including support

for the provincial regional governance

review

$800,000 in cost avoidance through service

innovation and continuous improvement in 2017.

Enhanced post secondary presence through

Ryerson’s Chang School of Continuous Studies

and the establishment of Algoma’s School of

Business and Economics in 2018.

Advocacy and grant application efforts: received

~$75M in federal and provincial grants.

Launched first public Performance Dashboard to

enhance transparency and accountability of

service delivery and strategic outcomes as well

as its first public Corporate Policy Library to

enhance awareness and accountability for

organizational policies and procedures in 2018.

Did you know?

OFFICE of the CHIEF ADMINISTRATIVE OFFICER and STRATEGIC DEVELOPMENT

($000s) 2019 2020 2021

Labour 513 513 513


Revenue - - -


New Positions 0 0 0

Capital - - -

Service Objectives

Highlights

Services - 29

Deliver policy planning services to ensure

communities are well planned to meet the needs of

residents and businesses, by managing growth

effectively, conserving and protecting cultural

heritage, planning for parks and ensuring ongoing

community innovation and resilience.

Achieve well-managed growth and ensure

the development of sustainable, complete

and resilient communities

Engage the community, stakeholders and

City departments in advancing the 2040

Vision and long-term planning of the City

Protect, conserve and promote Brampton’s

cultural heritage

Policy Planning prepared

new growth forecasts for

Brampton that estimates the

City will grow to 890,000

people and 324,900 jobs by

2041.

356 listed heritage properties

and 107 designated heritage

properties in 2018.

Did you know?

Undertake review of the 2006 Official Plan

Advance the implementation of the Main Street

South Heritage Conservation District

Undertake review of the City’s Comprehensive

Zoning By-Law

Prepare Age-Friendly Master Plan in accordance

with the requirements of the World Health

Organization designation

Advance 2040 Vision with departments

from across the organization

Complete 2040 Vision implementation

strategy in 2019

POLICY PLANNING

($000s) 2019 2020 2021

Labour 2,757 2,865 2,990


Revenue (2) (2) (2)


New Positions 4 1 1

Capital 725 300 600

Service Objectives

Highlights

Services - 30

Purchasing provides procurement leadership,

advice and support to Council and City

departments to ensure trust and confidence in

the stewardship of public funds by:

City departments procured

approximately $248M in goods

and services annually through

purchasing in 2018.

Issued 342 purchasing

contracts in 2018.

Implemented a new Purchasing

By-Law in 2018.

Did you know?

Modernize City procurement continues

Streamline processes to expedite procurement

Automate transactional activities

Provide disclosure and transparency of the

corporation’s procurement expenditures

Develop new policies and procedures to

improve vendor performance

PURCHASING

Delivering outcome-focused procurement

solutions

Enabling the effective acquisition of goods,

services & construction

Ensuring compliance of the Purchasing By-

law, legislation & contract law

Maximizing value for money

($000s) 2019 2020 2021

Labour 2,939 2,939 2,939


Revenue (80) (80) (80)


New Positions 3 0 0

Capital - - -

Service Objectives

Highlights

Services - 31

Realty Services’ primary objective is to protect and

advance the City of Brampton’s interests in any

corporate matter that concerns the acquisition or

disposal of land and land rights.

This is accomplished by offering a broad spectrum

of real estate services to the Corporation including:

Acquisitions

Cash in Lieu of Parkland

Encroachment Agreements

Leasing

Other Occupancy Agreements

Portfolio Management Dispositions

Property Valuations

Strategic Services

Handled 44 real estate

acquisitions with a combined

value of $10.6M in 2018.

Managed 44 property

disposals with a combined

value of $15.8M in 2018.

Developed and executed 75

encroachment and occupancy

agreements in 2018.

Did you know?

Acquire property rights through

negotiation and/or expropriation to

facilitate the Council-approved Ten

Year Roads Capital Plan (2018-

2028), Transportation Master Plan

and Transportation Vision

Acquire and dispose of properties to

support City’s Strategic Priorities

Lease out buildings and land to

facilitate occupancy of useable

REALTY SERVICES

($000s) 2019 2020 2021

Labour 982 982 982


Revenue (100) (100) (100)


New Positions 0 0 0

Capital 16,300 4,200 4,200

Service Objectives

Highlights

Services - 32

Bramptonians Proud - Work

collaboratively with internal clients and

leadership team to build communications

and engagement strategies that clearly

communicate City programs, services and

activities in a way that generates civic

pride and excitement among Brampton

residents and businesses

Outsiders Amazed - Work toward a

positive narrative for the City of Brampton

among external audiences that support

investment, innovation and talent

recruitment and retention in Brampton

Employees Engaged - Support corporate

efforts to increase employee engagement

through innovative and inclusive internal

communication tools and strategies

Completed 2,206 design and production

jobs, a 40 per cent increase from 2016

Produced 58 videos in 2018, a 164 per

cent increase from 2016

200 proactive media outreach activities

in 2018, resulting in 590 print and online

stories (does not include radio/

television)

267 media requests resolved, an

increase of 40 per cent over 2017

Placed 110 ads in culturally focused

media outlets

Over 28,000 followers on social media

(Facebook, Twitter, Instagram)

Did you know?

Continue to modernize media management and monitoring solution

Continue to monitor, engage and advertise through culturally focused media

Analyze continuous improvement opportunities for employee communications

Advertise for major corporate campaigns, supporting departmental and corporate objectives

on outreach and engagement

Design and produce promotional and

marketing material including print and

digital products, videos and photography

Expand capacity in digital media to

enhance communication through video,

live-streaming and online interactivity

STRATEGIC COMMUNICATIONS

($000s) 2019 2020 2021

Labour 3,024 3,024 3,024

Other Expenses 1,352 843 853

Revenue (10) (10) (10)


New Positions 0 0 0

Capital 13 13 13

Service Objectives

Highlights

Services - 33

Develop strategic multi-modal transportation

planning solutions to improve how people and

goods move in Brampton, and that complement

environmental, land use, and economic

development objectives to support sustainable,

resilient, and vibrant communities.

Advance policies, plans, and programs that

foster and support active transportation, transit,

and travel demand management as part of a

comprehensive mobility toolbox.

Provide travel demand forecasting and data

analytics that inform studies and projects in the

Planning and Public Works departments.

Coordinate with provincial and regional

transportation planning, programs, and projects,

ensuring that Brampton’s specific needs are

considered in the context of a connected

regional transportation network.

The City established targets to

increase sustainable travel modes

(walking, cycling, public transit, cars

with two or more occupants) from

24% in 2016 to 54% in 2041.

In 2017, Brampton was designated a

“Bronze” Bicycle Friendly

Community by Share the Road

Cycling Coalition in partnership with

the League of American Bicyclists.

Total of over 126 kilometres of active

transportation infrastructure currently

in place (including multi-use trails, on

-road bike lanes and urban

shoulders).

Did you know?

Active Transportation Master Plan (ATMP): A comprehensive implementation strategy for

short, medium, and long term projects to build and promote a connected pedestrian and cycling

network in Brampton, making travel by non-motorized modes for both recreational and utilitarian

purposes safer, more convenient, and more desirable.

Brampton Complete Streets Guidelines (BCSG): Policy, design, and implementation

approaches for building roads that focus on good design and safety for all users and modes, and

that support longer term community

building and mobility objectives for the

City.

Review of the Transportation Master

Plan, incorporating ATMP and BCSG

directions, to establish an updated

integrated mobility strategy to 2041 and

to inform the Brampton Official Plan

update.

TRANSPORTATION PLANNING

($000s) 2019 2020 2021

Labour 811 909 909


Revenue - - -

Total Operating 858 958 958

New Positions 0 1 0

Capital 200 150 100

Service Objectives

Highlights

Services - 34

Deliver major transportation projects

such as rapid transit in Brampton as

identified in Metrolinx’s 2041

Regional Transportation Plan

Improve the transportation network

connecting Brampton to the Greater

Toronto and Hamilton Area (GTHA)

through the game changer, Regional

Connections, and implementation of

the Brampton 2040 Vision

Transportation Special Projects staff

are coordinating and partnering with

various levels of government and

agencies to ensure Brampton's

transportation needs are being met

in the short and long term

Examples include:

Two-Way All-Day GO Rail

Service

CN Freight Bypass Rail Corridor

Hurontario LRT

Did you know?

Continue to deliver Hurontario Light Rail Transit

(LRT) project from Brampton Gateway

Terminal to Port Credit GO in partnership with

Metrolinx

Undertake environmental assessment (EA)

study to extend the LRT from Brampton

Gateway Terminal to Brampton GO

Continue with Regional Connections and

Brampton 2040 Vision to improve the

transportation network connecting

Brampton to the GTHA

TRANSPORTATION SPECIAL PROJECTS

($000s) 2019 2020 2021

Labour 158 158 158


Revenue - - -

Total Operating 163 163 163

New Positions 4 0 0

Capital 100 1,200 12,200

Service Objectives

Highlights

Services - 35

Provide well planned and designed communities and places in the City that are connected, vibrant,

liveable and sustainable, in keeping with good planning practices and public interest .

Ensure development of complete, liveable,

connected and sustainable communities and

provide Urban Design review for all

development applications

Provide professional planning and design

advice to City Council on matters of urban

design

Review and develop urban design policies

and citywide development design guidelines

Lead and contribute to special projects,

studies and high-level strategic initiatives

Promote design advocacy, engage the

community, and organize educational events

for internal and external stakeholders

Reviewed architectural control

compliance for 749 units and 10

custom houses to improve the

quality of residential developments

in the City in 2018.

Reviewed 266 site plan

applications and 2 block plan

applications for urban design in

2018.

Did you know?

Add staff to respond to increasing volume and complex

nature of urban design services

Actively engage in preparation of urban design studies and

support a range of strategic initiatives to advance the 2040

Vision

Established Brampton Urban Design Review Panel as a 2-

year pilot initiative

Formalize custom house review process

including implementation of fee

Enrich quality of built environment to

enhance image of the city and aligns

with all the game changer initiatives

URBAN DESIGN

($000s) 2019 2020 2021

Labour 1,153 1,161 1,268


Revenue (114) (114) (114)


New Positions 0 1 1

Capital - - -

Service Objectives

Highlights

Services - 36

Enhance Council’s oversight and stewardship

responsibilities given the impartial, objective and

independent review of management practices that

are performed

Provide the taxpayers of Brampton assurance that

city services and resources are being

administered in an effective, efficient and

economical manner

Assist the City in accomplishing its objectives by

bringing systematic and disciplined approach to

evaluate and improve the effectiveness of the

City’s governance, risk management and internal

control

Provide objective and independent assessment to

management and staff on current and future

initiatives, improving processes and procedures

and reviewing the effectiveness and efficiency of

controls

In 2018, the Office of Internal

Audit presented 6 audit

reports at 3 audit committee

meetings that included a total

of 66 recommendations

2018 survey results on overall

performance for all completed

audits was 4.2 out of 5

100% of the 2018

recommendations have been

accepted by management

Did you know?

The Office of Internal Audit will continue to increase awareness

through outreach and training programs, both on technical

subjects such as Fraud Awareness, and more generally about

internal auditing at the City of Brampton

Refine internal audit methodology to incorporate agility, analytics

and best practices twill foster a corporate environment of

continuous improvement

Undertake initiatives to further increase

awareness of the value that internal

audit brings to the corporation

OFFICE of INTERNAL AUDIT

($000s) 2019 2020 2021

Labour 863 863 863


Revenue - - -


New Positions 1 0 0

Capital - - -

Service Objectives

Highlights

Services - 37

PERFORMANCE METRICS

Public Facing Services 2014 2015 2016 2017 2018 Target

Utilization Rate for Directly Provided Registered Recreation Programs

69.5% 70.5% 64.4% 75.4% 75,0% -

Library Space (i.e. square footage) Per Capita

0.33 0.33 0.31 0.30 0.35 0.60

Number of Library Holdings Per Capita 1.15 1.13 0.91 0.96 0.99 2.07

Cost Per Library Use $1.10 $1.10 $1.20 $1.11 n/a $2.01

Number of Trees Planted 6,703 6,189 7,908 7,708 4,668 -

Hectares of Parkland (City, Community and Neighbourhood) per 1,000 Population

1.2 1.3 1.3 1.4 2.0 1.6

Per Cent of Time Winter Road Maintenance Standard Met

100% 100% 100% 100% 100% 100%

Transit On-Time Performance (i.e. buses arriving on time)

- 92% 91% 90% 88% 91%

Number of Transit rides (in thousands) per Customer Complaint

7.1 7.5 8.1 10.7 17.7 9.0

Transit Ridership Per Capita (per year) 36.0 36.9 39.0 45.1 50.0 41.3

Per Cent of Service Brampton Inquiries Resolved on First Contact

90% 91% 91% 90% 88% 85%

Per Cent of Calls to Service Brampton Answered within 30 Seconds

72% 84% 77% 79% 70% 80%

Fire Response Time Rate (% time meeting response target of 384s)

75% 76% 78% 79% 78% 90%

Residential Fire Related Injuries Per 100,000 Population

1.40 0.34 0.67 0.16 0.48 -

Residential Fire Related Deaths Per 100,000 Population

0.35 0.17 0.17 0.82 0.00 -

Freedom of Information (FOI) Request Compliance Rate (i.e. % of time FOIs are processed within legislated timelines)

99% 81% 90% 90% 98% 100%

By-Law Violation Notice Compliance Rate (i.e. % of time public complies with by-law violation notice, excluding traffic violations)

92% 94% 94% 95% 87% 90%

Construction Value of Issued Building Permits

$2.26 B $2.73 B $1.96 B $1.45 B $0.86 B -

Services - 38

Corporate & Operations

Support Services 2014 2015 2016 2017 2018 Target

Property Tax Rate Increase (combined rate for City, Region and school boards)

1.8% 3.3% 2.9% 2.3% 2.7% -

Per Cent of Tax Revenue from Non-Residential Sources

22.8% 22.3% 21.8% 21.1% 20.7% 25.0%

City of Brampton Credit Rating (Standard and Poor’s)

AAA negative

AAA negative

AAA negative

AAA stable

AAA stable

-

General Rate Stabilization Reserve 9.6% 10.0% 10.0% 10.0% n/a 10.0%

Per Cent of Accounts Payable Invoices Paid within 45 Days

75.5% 79.8% 78.3% 79.4% n/a -

Overall Condition of City Infrastructure Assets

- Good Good Good Good Good

Per Cent of Roads in Good/Very Good Condition

85% 86% 78% 75% n/a -

Per Cent of Bridges in Good/Very Good Condition

100% 93% 94% 79% n/a -

Per Cent of Culverts in Good/Very Good Condition

100% 86% 86% 86% n/a -

Energy Consumption for Corporate Buildings (excludes Recreation, Transit and Fire facilities) Per Square Foot (eKWhr/sq ft).

- 27.9 27.3 26.2 n/a -

Per Cent Population using Sustainable Modes of Transportation (i.e. carpooling, public transit, walking or cycling)

* * 24.1% * * 58%

by 2041

Number of KMs of Active Transportation Infrastructure in Place (multi-use trails, on-road bike lanes and urban shoulders) 

37.0 73.9 91.6 110.2 126.8 -

Sustainable Development Compliance Rate (% applications meeting the minimum sustainable development guideline threshold)

- 58% 46% 46% n/a -

Jobs to Population Ratio (i.e. Activity Rate)

* * 32.2% * * 38%

by 2041

PERFORMANCE METRICS

Documents

SERVICE OVERVIEWS - Brampton Budget... · 2019. 2. 26. · Services - 2 Public Facing Services Animal ... appropriate resourcing Animal Services attended to 16,665 services calls